Are you “Member Shy”?
In its most basic form, a community strategy is a balance of an organization’s goals and its member’s (a.k.a customer’s) needs. Organizations have methodologies for developing goals and objectives, yet I continue to be surprised at how many organizations are missing research as a core part of their online community development process. Even for organizations that are highlighted as examples of “getting it”, there are still cases where the community wasn’t engaged in research about a major platform change, feature enhancement or policy shift (the historical / hysterical facebook privacy anyone?). In many cases there seems to be a real fear (or at least discomfort) in connecting 1 to 1 with customers. That fear could be rooted in the inability to have meaningful interaction at scale, the overhead associated with regular contact, or the lack of an evolved organizational culture that encourages this type of interaction. Any community development (or refinement) initiative *requires* the input and direction of the members.
Note: I will be using the terms “member” and “customer” interchangeably in this post. I will also use the term “member” as a placeholder for current and potential members of a community.
Why Conduct Member Research?
Conducting member needs research as part of the strategy development process brings the voice of customer to the center of the strategy, and helps create a lens through which to focus your community building activities. As I mentioned in my kickoff post to “Network Thinking“, there are really five core questions to frame your community strategy:
- WHO are your customers?
- WHY are they motivated to build relationships with each other?
- WHERE do they want to build relationships with each other?
- HOW do they want to build relationships with each other?
- WHAT value can you provide as a HOST to strengthen and deepen these relationships over time?
Member research can also help answer more tactical questions like:
- What role should you play as host, and what community activities should you facilitate?
- What types of content and features should be present in the community?
- Should the community be an “on domain” destination, or should the community presence extend on to other sites, like Facebook?
- What types of members does the community want to include?
- What type of culture does the community need to thrive?
- What activities are members prepared to participate in that will directly or indirectly benefit the host?
- What types of marketing and advertising would members find acceptable?
Techniques for Conducting Member Research
The process for conducting member research is straightforward: decide on the appropriate techniques given your budget, recruit subjects, conduct the research and analyze the results. Great places to recruit research subjects:
- Your existing community
- Your blog
- Your corporate web site
- Newsletter mailing lists
- Customer Conferences
- Independent communities about your product or in your market or topic area
- Facebook or Linkedin groups about your product or in your market or topic area
- Using social network analysis tools like LittleBird or NodeXL to analyze open networks like Twitter.
One on One Interviews
One on one interviews can be conducted either in-person or over the phone. The key ingredients are a customer, an interviewer, a notetaker and a simple interview script (a sample can be found below). Interviews can be as short as 30 minutes, and generally should last no more than an hour. In my experience, a minimum of 5-6 interviews will yield useful themes and give good data for strategy direction. If your community will serve many different products, market segments, or customer types a good rule of thumb is to try and do interviews with at least 3 people from each segment. One on One interviews can also be augmented nicely by a follow up online survey to a larger group, in order to drill down further on issues uncovered in the initial round of interviews. Interviews can be conducted in person, via a hangout (or other video chat service), or over the phone.
Another great way to get feedback, and to get a lot of feedback at once is to conduct a group feedback session. This is similar to the one on one interviews, except you are guiding a group of members through the script, as opposed to just one. Involving multiple subjects at once increases the complexity of the process, so be sure to have someone skilled at facilitation leading the session to keep the conversation on track (per the script), as well as to ensure that all participants have equal air time to give their opinions and feedback.
The fastest, and often lowest overhead way to get member feedback is to create a short online survey to send to research participants. Online surveys are really great at getting quick quantitative feedback, and the results (depending on the tool) are fairly easily to analyze and study. A few issues with online surveys are that the quality of the results depends on the quality of the questions, and in particular, thinking through appropriate choices for multiple choice questions, and also creating effect write in questions that will yield helpful qualitative feedback.
In most cases for the community and social media strategy work I do at Structure3C, I will generally start with an online survey to at least 100 community members,and follow up by conducting a set of 7-10 one on one interviews with community members.
Questions to Ask During Research
There are essentially 5 overarching questions for your community strategy, 4 of which you want to answer as an output of member research:
- Why do community members want to build relationships with each other? What do community members need from each other? Explore what community members might desire from interactions with other community members, and try to understand why they are motivated to sustain this activity over time. Answers could range from knowledge sharing, to providing mentoring, to ongoing professional or personal support.
- Where do you customers want to build relationships with each other? This question is particularly important to avoid duplicating community features and value that exist elsewhere. The key insight to uncover in this line of questioning is what unique value you can provide in your hosted community AND which external communities and social media sites you need to participate in in order to create a holistic community presence. Increasingly, mobile presents a unique opportunity to host your customer network in fundamentally new ways.
- How do members want to build relationships with each other? What value can community members contribute / exchange? It is important to understand what ways community members are capable of, prepared to and willing to participate. Participation could include sharing domain expertise, offering content samples, answering support questions, or even just participating in casual online conversation.
- What do community members need from you as the host? Ask questions that explore member expectations of your organization in the role of host. What are the member expectations around your level of participation, your effort in developing content, in fostering participation and your commitment to hosting the community long-term?
In order to answer the key questions, you will need to ask a series of baseline demographics questions (for context), as well as exploring each of the four key questions in a more granular way. A sampling of questions that can be used to create a script or facilitation guide are included below.
A simple list of survey or interview questions might include:
- Name, organization, title, a brief role description
- Browser and mobile preferences: Chrome vs Safari, iOS vs Andriod, etc.
- What information sources do you rely on (relating to the topic of the community)?
- What groups (on/offline) are you a member of (relating to the topic of the community)?
- What products / services do you use (relating to the topic of the community)?
- What is the biggest challenge you face in your day to day work (assuming this relates to the topic of the community)?
- How satisfied are you with the level and type of communication you have with organization x?
- Do you currently participate in any of the following social media activities: blogging, discussion forums, facebook, twitter, youtube etc (shape the list based on your market)
- What information, insight or content do you want to share with other customers?
- What kinds of information would be helpful for other customers to share with you?
- If organization x were to offer the following content or features, please rate how useful each would be to you: discussion forums, expert Q&A, tutorials & tips, video previews, customer blogs, etc.
- Would you be interested in connecting with other members at local, in-person events?
- Exploring usability issues around current experiences and apps
I’ve seen investment in member research pay off consistently, just as I’ve seen the severe cost of not conducting member research hamper or sink many community initiatives. In short: Want to know what your members want from their online community? Just ask.
Customer & member research is a core part of my community development practice at Structure3C. If you are starting a new community or crowd initiative, my team can plan and deliver community research to build a strong foundation for your program. You can book time with my through my assistant Karelyn.
A recent benchmarking report from Demand Metric on Customer Lifecycle Marketing illustrates the impact of aligning marketing efforts around a customer journey model. The report also illustrates a number of blindspots that are derailing Customer Lifecycle Marketing efforts.
The missing ingredient? Community Management.
First, highlights from the report (direct quote):
The analysis of this study’s data provides these key findings:
- The study found that less than 20% of organizations are currently marketing across the entire customer lifecycle.
- Participants spend twice as much of their marketing budgets on acquiring new customers as on retaining existing ones. (Yet most of their revenue comes from existing customers!)
- Almost 90% of the study participants indicate that marketing currently owns the understanding and management of the customer lifecycle.
- Of the lifecycle stages – Awareness, Consideration, Purchase, Retention and Advocacy – Awareness enjoys the greatest clarity of ownership, with marketing owning the stage 88% of the time. Retention is most fragmented, with few organizations defining clear ownership of this stage.
- The Awareness and Consideration stages enjoy “adequate” or “ample” levels of investment for over 70% of study participants. Retention and Advocacy both fall at the “minimal” to “none” level of funding for 55% of study participants.
- The greatest benefit to executing a customer lifecycle marketing strategy is greater customer engagement.
- The greatest challenge to marketing across the customer lifecycle is understanding customer content needs.
- 72% of strategy adherents are experiencing a revenue lift from customer lifecycle marketing.
- Over three-fourths of participants plan to increase their commitment to and investment in customer lifecycle marketing.
Clearly Customer Lifecycle Marketing is incredibly valuable when all stages of the lifecycle are addressed. So what is the problem? Based on my direct experience and years of studying the intersection of marketing and online community, I would assert that building meaningful relationships at scale is still an undeveloped function in the majority of most organizations. Further, as the data from the report shows, the “ownership” for customer retention is scattered among many departments. Add to the mix the eternal debate about “who owns social / community” and things get even more messy.
So what is a modern marketing organization to do? Consider three things:
- Community Drives Customer Lifecycle
A modern definition of online communities expands the location of “community” to be any on or offline touchpoint where customers can meet and form relationships. A modern definition also expands the concept of community management to include any form of relationship building and nurturing. Modern online communities produce a range of value for customers and businesses. Peer to peer support is the classic example, yet modern approaches include a range of deep collaboration on new product development to expansive crowdfunding campaigns – and everything in between. Community can play a valuable role in every stage of the customer lifecycle, and can often be the connective tissue to hold the entire experience together.
- Treat Engagement & Retention as a Community Management Opportunity
The practice of building and nurturing customer relationships is a job modern community managers understand very well. In particular, Community Managers can be very effective as resources in Customer Nurture campaigns during the consideration phase. I had my community management team at Autodesk reboot a nurture campaign that supported a 30 day product trial, and the results were amazing.
Further, Customer Advocacy programs grew (at least partially) out of Community Advocate / MVP programs. It is a relatively straightforward process to scale current Advocacy programs to include different customer types. There is also a massive opportunity to harmonize Influencer programs (which typically look outside of existing communities) with Advocacy programs. These are essentially two sides of the same coin – Advocates have typically been nurtured through a hosted community and Influencers have established their own communities and networks. A modern Community Manager treats these contexts as part of the larger community ecosystem.
Treating engagement and retention as a community management opportunity allows the staff with the skills to manage relationships at scale do what they do best. This is a huge missed opportunity in marketing.
- Get Real About Digital Transformation & Social Business
A modern approach to online community takes into account the entire digital ecosystem, not just single online touchpoints. A modern approach to community management nurtures engagement across the digital ecosystem. So if Community Managers know how to address the key gaps illustrated in the Demand Metric report, what’s the problem? Why isn’t it happening? There are many answers, but one factor that has had a huge negative impact is the trend of Digital Transformation initiatives absorbing (or in some cases, abandoning) Social Business efforts. I expand on (and in some ways, rant about) this in my 2015 recap post. Most Digital Transformation initiatives have focused on technology at the cost of customer engagement. Many Social Leadership teams and organizations have been disbanded or fractured and embedded to the point of being ineffective. Customer Experience initiatives often focus on superficial and in the moment customer engagements at the cost of growing the life long relationship.Bottom Line: We need a new Leadership model that addresses not only the Company : Customer relationship but also the complex network of Customer : Customers : Company relationships.
Netting it out:
- To create successful Customer Lifecycle Marketing initiatives, modern marketers must include online community and community managers.
- Community Managers can help address the current engagement and retention gaps in Customer Lifecycle Marketing programs.
- Organizations need to renew focus and investment in Online Community Leadership to drive growth via Customer Lifecycle Marketing
I am working with a portfolio of clients on evolving their community and marketing programs (lifecycle, influencer & advocacy, community management). I am also kicking off the year by offering a complimentary consultation session (for a limited time & very limited slots). If you would like to get feedback and guidance on your 2016 plans, feel free to register for a consultation here.
In March I embarked on a series of qualitative research projects to help organizations prepare for the disruption and opportunity emerging from the Collaborative Economy, and understand what resources they need to be successful. Wave 1 responses are in and the analysis is almost finished. I wanted to share a preview of the results to date. The full set of results will be published in June.
The pool of organizations that completed the survey ranged from Fortune 500 software, media and retail companies to small startups in the sharing economy space. A handful of non-profits also participated.
- A shared understanding of the Collaborative Economy is still forming.
- The Collaborative Economy is relevant to organizations, but the level of urgency isn’t high (yet).
- The most interesting sectors are Learning, Services and Corporate (“Sectors” as described by Crowd Companies Honeycomb model).
- Many organizations see online communities, social networks and collaboration platforms as “enablers” and areas to begin experimentation.
Getting to a crisp definition and shared understanding of the Collaborative Economy is challenging because the concept describes the interplay of a number of other large trends and movements, including (but not limited to) the Sharing Economy, Sustainable Development, Digital Transformation, the Maker Movement, Internet of Things, Future of Making Things and more. In the context of this research project, when asked to describe their understanding of the Collaborative Economy, respondents mainly spoke to 3 key themes of the Collaborative Economy as:An economic model…
“A model in which the creation and exchange of value (of goods, services, knowledge, etc) occurs through human interactions versus (solely) financial transactions. Asset allocation is optimized such that resources are jointly consumed and assets rarely stand idle.”
A social movement…
“Where brands and people start thinking more cooperatively for the greater good…instead of competitively & businesses go back to being more sociable and people-focused.”
A technical platform…
“Coordination of mobile devices, cashless payment systems, reliable rating mechanisms to get value from each other as opposed to centralized corporation of assets.”
- Don’t understand how to formulate a strategy
- Don’t have the necessary vision, leadership and resources to engage
- Don’t see a burning platform of missed opportunity or competitive threat
- Aren’t willing (yet) to make the investments in platforms, partnerships, open collaboration and the making corporate assets available.
The respondents who did indicate a high level of urgency, and had active pilots, were engaging in activities ranging from: investment in or partnership with complimentary startups, development of platforms and marketplaces, evolving existing social business programs, and re-developing the value exchanges of their online communities. These pilot programs will be covered in more detail in the final report.
3. Emerging Sectors
Research participants were asked to rank certain sectors of the Collaborative Economy by level of interest. The sector categories were sourced from the Crowd Companies Honeycomb model.
Survey participants were asked to rank the following systems, technologies and engagements based upon their perceived value in enabling an organization to engage in the Collaborative Economy.
The full Brands and the Collaborative Economy report will be released in June, going in to further detail on the topics above, as well as:
- An overview of current pilot programs being conducted by the respondents;
- Key sources of information and data about the Collaborative Economy;
- An overview of missing or underdeveloped resources and services needed by organizations for their Collaborative Economy initiatives.
Wave 2 Research begins June 1st.
Wave 2 research will begin the week of June 1st, and will cover:
- Lessons learned from early successes and failures
- Organizational resources needed to develop and sustain pilot programs
- Development of a simple framework for Collaborative Economy pilot programs
If you are interested in participating in the research (via survey), being interviewed or profiled for the report, or sponsoring a future report, please send me an note.
Private Briefings & Advisory Sessions
I am also doing a limited number of private briefings on the Collaborative Economy research and how a modern approach to online communities can support innovation, customer acquisition and retention.
I’m available for online session booking via Popexpert, or feel free to drop me a note.
- The definition of social media strategy;
- The current scope of community and social media efforts;
- The current state of strategy development;
- The process organizations are using to develop strategy;
- Ownership and governance of social strategy;
- The biggest challenges that executives and teams are facing
Cross-posted from the Online Community Report.
This post is the third in a series of blog posts exploring our recent research into the effect of the down economy on Online Community and social media programs. In this post, I’d like to focus on the advice that the research respondents gave for thriving during the downturn, and what key resources they are relying on for advice and support. Keep in mind, this advice comes from community managers, executives and social media strategists (not analysts or observers) who are currently in the trenches dealing with issues firsthand.
First, A Bit of Background
We’ve been tracking the economies effect on community and social media programs since late fall of 2008. For background, I would recommend reading (or re-reading) the first two posts in the series:
Online Communities: Surviving and Thriving in a Downturn (Part 1)
My initial thoughts, from October of 2008, about the mounting pressure from the economy on community and social media programs, and suggestions for social media strategists and community managers on how to best navigate the issues.
Online Communities: Thriving in the Downturn (Part 2)
A post the highlighted several key findings from our Online Community Research Network project conducted late November and early December of 2008 . The intention of the study was to get a broad look at how online community programs are fairing within organizations in light of the recent economic changes. As noted in the previous post, we saw plenty to be concerned about. We saw layoffs, budget freezes and cuts, and in some cases program abandonment. But, we also saw a lot of data to be optimistic about including the fact that the majority of respondents reported continued support of their community activities, and in some cases, increased support.
Advice & Support
One key piece of information we were seeking in the study was what advice would the practitioners we interviewed give other peers? In the research survey we asked: “What advice would you give to your peers in regards to thriving during a slow economic period?”
Respondents gave varied advice to peers in regards to thriving during the down economy. The most common responses were related to streamlining their resources / costs and focusing on bottom line objectives.
The top pieces of advice that respondents wanted to offer to their peers in helping them thrive during an economy downturn are to:
- Focus on Bottom line Objectives (15),
- Be Creative (9) and
- Offer Value / Uniqueness (8) and
- Don’t Give Up / Stay the Course (8)
Graph: Categorized responses to the question: “What advice would you give to your peers in regards to thriving during a slow economic period?”
I’ve included some of the key respondent quotes, categorized below.
1. Stay Focused on Bottom Line Objectives:
“Focus on objectives that impact the bottom line…and on those easiest to quantify (e.g., self-serve support via community reduces our support Cost Per Incident by >50%)”
2. Be Creative – Work With the Constraints, Not Against
“With a reduced headcount in your organization, your (external) community power users become a critical resource, and more so than before, in helping other users. Recognize and reward the behavior of helping other users.”
“You have to be creative. Now is the time that truly inventive things can come about.”
“Embrace change and make yourself an asset to all departments, not soley content creation and UGC.”
3. Offer Value / Uniqueness
“Community professionals have the most valuable resource of all — we know our members/customers/users the best. Emphasize that knowledge whenever you can.”
“Make sure what you offer provides value to the customer. Encouraging peer-to-peer support in the community will reduce the need for extensive staffing – Remind decision makers what a bargain online communities are when compared to similar in-person activity.”
“Do the math and show your Management Team the ROI regarding community staff. Build a volunteer program (which should happen regardless of economic times). Keep in mind that people turn to each other, their communities, and entertainment in tough economic times.”
“Feature community content that pertains to the economy; ask for personal stories and conversation and offer community a place to share and solve financial challenges (e.g., online coupons, budgeting, creating handmade gifts; portfolio info), with contextual links to community message boards, blogs, polls, etc.”
4. Don’t Give Up / Stay the Course
“Continue to make decisions based upon your overall strategy, even within economic constraints, rather than just based upon economics. It’s possible to get clever and get more ‘bang’ for your buck. So focus on the long term.”
“Stick to your core. Analyze what you do best that differentiates yourself from competitors and focus on improving community features that tie into that”
The Most Important Resources
As part of the research project, we also asked respondents to rank a series of resources based on their personal sense of the value of the resource. Data below is from the question “How important are the following resources to you personally in ensuring the survival of your online community during a slow economy?”
Graph: Ranked responses to the question: “How important are the following resources to you personally in ensuring the survival of your online community during a slow economy?”
It is no surprise that access to support from other peers (read: other practitioners) and relationships with other Community Managers and Strategists ranked the highest.
The final report has been published to our Online Community Research Network members and research participants.
The full report (~45 pages) includes all collected data, charts from the date, and all write in responses. The full report expands on the content above, as well covering specific budget items that will likely be affected in 2009, tactics that community executives are employing in the downturn, and peer advice on thriving in the downturn.
The full report is also available for purchase here.
Research is a large part of the activities that I and Forum One Networks engages in. The Online Community Research Network studies and publishes 6 times a year on topics that matter to those responsible for guiding online community and social media activities in their organization.
The Online Community ROI Models and Reporting research study was initiated in February of 2008. The study was created in order to investigate further into the ROI research that we conducted in the last half of 2007, and to gain insight into specifically how organizations were valuing and reporting on their online communities activities. Further, we wanted to gain insight into who the stakeholders were for ROI metrics, and how the reports were being received.
I will be blogging highlights of the report over the next few weeks. To obtain a full copy, as well as access to all of our other research, and the professional network of online community pros, please consider joining the Online Community Research Network.
We received approximately 150 completed surveys. Participants included large software companies, large community destination sites, niche community sites, platform providers and interactive marketing and advertising firms.
Q16: Which of the following quantitative and qualitative metrics are critical for communication ROI at your organization? (question 16 from the study)
The top-ranking metrics are: Traffic patterns & statistics; Community member engagement; Unique number of visitors; New Member Registrations; Member Satisfaction; and Product Feedback / R&D ideation.
The middle-ranking metrics are: Number of referrals to the community by members; WOM generated by community; transition of lurkers into active community members; impact of the community on revenue; organization or brand-mentions on other sites; and ratio of comments per post.
When looking at the data segmented by type of respondent organization, Traffic patterns, member engagement and unique community visitors scored consistently high.
Q23: What were the 1-2 compelling sources of value from your community or social media efforts that you constantly communicate?
This question was intended to solicit the “elevator pitch” stats or metrics that community managers and strategists use internally to their organization to evangelize community and social media efforts. Answers ranged from the unique ability of online communities to create value to cost reduction of existing communication channels and corporate functions.
These were all write in answers. The main themes are as follows, with selected quotes inline below. (full report contains all write in data).
1. Community helps problem solve faster and more efficiently than Customer Support, saving our company time and money:
• “Customers are able to get faster response and answers to their problem utilizing the community over contacting Customer Support.”
• “Knowledge share, and hence problem solving, is more efficient due to the community model.”
• “Using WebBoard is more efficient then email, telephones or fax. It saves us time and money and increases our ability to service the consumers in our sector.”
• “The ROI on employee time devoted to the forums far exceeds the returns on the usual support methods.” [Thus saving our organization time and money.]
2. Availability of information and content for specific areas of interest:
• “Expanded resources & knowledge for specific areas of interest and centralized resources.”
• “Niche communities, focused on specific areas of interest. Market leaders on-line and in print with high cross over traffic.”
• “You won’t find this content anywhere else – written by our members to raise best practice within vendors.”
3. Increases site traffic / more engaged relationship with us:
• “The more we invest into community, the more organic traffic we get.”
• “Our members consume 49% more average page views per session every month than non-members.”
• “Our community sites get more than 3 times the engagement for solutions, capabilities and use case content than our traditional sites.”
• “Our forum generates more page views than the site itself.”
• “Our community traffic by far exceeds traffic to all traditional product areas.”
• “Increasing site traffic proves that there is an interest and demand from our customers to have a more open and engaged in relationship with us.”
• “Our programs on average engage participants for 45 minutes each time they visit.”
• “Time spent on the site is higher on forums pages than anywhere else on the site, indicating that community members are more engaged.”
• “Views of photo albums remain the most popular area of the community. Members may not wish to participate in discussions, but they do want to see photos of their events.”
• “An online discussion moderated by subject matter experts that followed an in-person event with the same moderators achieved the most participation of any attempts to engage our users.”
• “Our social media content generates more content and discussions off site, increasing our reach.”
• “The ability of our blogs to drive customer engagement and PR activity.”
4. Idea Creation / What we learn from members of the community:
• “Ideas for our books.”
• “It’s all about what we learn from the developers through our community interactions.”
• “We will have the opportunity to get first hand feedback on products and ideas for improvements and enhancements.”
• “We discovered some problem areas in usage and service adoption that caused us to change our materials and strategy.”
• “We have been able to gather more than a thousand best practices/lessons learned in two years use.”
5. Lead Generation / Conversion:
• “Converting contacts, acquaintances, and other informal relationships into donor relationships.”
• “Converting contacts into activists and issue leaders.”
• “When we enlist our community members to represent us physically or virtually, our reach and conversion metrics dramatically increase.”
6. People are saving time / building skills by using our site:
• “In our Sourcing Professional Forum, procurement professionals are constantly sharing templates and best practices across organizations, bootstrapping their RFP effort, saving time and increasing value.”
• “People creating and building productive relationships with people that help them improve their practice or do their work better.”
• “The National Board of Certified Teachers can share best teaching practices with ease never before possible.”
• “In our premium areas, customers are using online training and certification to manage global implementations, knocking down traditional barriers to skill building in an online, social learning setting.”
• “Our users have access to every single college coach in the country. This is something no other site offers. Our site is always free to the users and they will never be charged. All of our competitors charge users to use their recruiting website.”
• “Our community members credit participation in our community with their increased skills in using our products.”
7. Build customer loyalty:
• “Anecdotal stories of knowledge sharing, connections made for business purposes and special access created through connecting members.”
• “Community members are more likely to volunteer their time, services, advice, and financial support than non-members.”
• “Employees who belong to the community almost never ‘turn over’. They are consistently the best performers out in the stores.”
• “Offering a community to your clients where they can speak to you and each other significantly increases customer loyalty.”
• “More connected members spread the word and come back frequently.”
• “If you want to understand your stakeholders and develop the relationships, you have to think in communities.”
• “Online dialogue creates a more open environment that deepens trust and team work throughout the organization.”
• “Our community has one of the highest net promoter scores for our brand of any corporate offering.”
• “Our members say that they like the site and related services – direct comprehension of value, esp. during account meetings.”
• “Research shows that customers in a community can have a sense of involvement with the company as long as we make sure they are heard and that involvement can lead to great loyalty.”
• “Our community members are actively engaged with the brand and don’t hesitate to tell us what they like, and don’t like. They feel a real sense of ownership of the brand.”
• “Our ability to personally communicate with future users of our product substantially influences their perception of our company.”
• “Increasing site traffic proves that there is an interest and demand from our customers to have a more open and engaged in relationship with us.”
8. Online community is growing our membership base:
• “In a climate where professional associations, and especially manufacturer associations, have struggled to maintain members, we have consistently and significantly increased in membership year-over-year for the past 5 years. This growth directly coincides with our implementation of online community services. Over 85% of our members find our member-only e-mail discussion groups alone to be worth the price of annual membership.”
• “95% of our members would recommend membership in our online community to other parents raising children with food allergies.”
• “Our blog has increased community participation by 80% over the past year.”
• “We boast membership in 125+ countries.”
• “We have 8000 registered members across 95% of local authorities.”
• “We have doubled the size of our community membership in the last 6 months. 2 years ago, only 34% of our Company’s upsells and renewals were also members of the Community. In 2007, 75% of our upsells and renewals were Community members.”
• “We have the largest active user community in the marketplace.”
Again, to get access to the full report, as well as other research and the professional online community network, please check out the OCRN site.
Update: 9/29/18 – the OCRN was a membership network for Community Managers than ran from 2007-2010.